INTRODUCTIONJust as organisations have goals describing their primary business objectives, they also have goals with respect to controlling how these objectives are met. These are the control goals of an organisation which are enforced through a system of internal control. Such a system enables them to adhere to external laws and internal regulations, prevent and detect fraud and continuously enhance the overall quality of the business. Independent of the type of organisation, these internal control systems use common underlying principles to establish and achieve control over business activities. What is required is to provide a unifying representation of control principles allowing for their extended analysis and exploration. This thesis presents a framework suitable to express and analyse a set of selected control principles.

ORGANISATIONThe term organization has often been used in a two-fold sense. Firstly, organization may refer to the function of organizing and secondly it may refer to the structure of individuals and facilities by means of which a manager of an organization has plans carried out. According to Louis A. Allen : "Organisation is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives." CHARECTERISTICS OF ORGANISATION

(a) It is group of individual, which may be small or large. (b) The group in the organization works under the direction of executive leadership. (c) It is a function of management. (d) It consists of some directing authority, which controls the collective efforts of the group. (e) It refers to a structure of duties and responsibilities. (f) It is established for the accomplishment of common objectives. (g) It is a continuous function and is performed in varying degrees by all level of management. From the first line supervisor to the top executive of the enterprise. (h) It cannot be static for the simple reason that an organization, which is effective today, may not be satisfactory according to needs and situations prevailing in future.

NATURE OF ORGANISATION (a) Group of person: - Organization begins when people combine their efforts for some common purpose. It is universal truth that an individual is unable to fulfill his needs and desires alone because he lacks strength ability and resources. So he seeks the corporation of other people who have similar goals. (b) Structure of relationship: - An organization is a dynamic entity consislting of individuals, men, objectives and relationship among the individuals. An organization is certainly more than a chart. It is the mechanism through which management directs, coordinates and controls the activity of the enterprise. (c) Process: - An organization is regarded as a process. A set of five processes is commonly accepted as five functions of organization. They are- sub-division of main work into small groups. Based on principle of equality, division of different jobs in to certain well defined groups, selection of suitable personnel and allocation of jobs according to suitability. Allotment of rights and authority to be personnel who have been assigned the job so that may be able to accomplish their jobs satisfactory. Determination of position at different levels. (d) Function of Management: - Organisation is a process of integrating and co-ordinating the efforts of manpower and material resources for the accomplishment of certain objectives.Just as planning is applied to every other managerial function the process of organisation is also used in every aspect of management. (e) System: - The latest development in the field of organisation theory is to view organisation as a system. Systems concepts recognize those organisations are made up of components, each of which has unique...

YOU MAY ALSO FIND THESE DOCUMENTS HELPFUL

...Economic Coorporation Organization
Introduction:
An intergovernmental regional organization that was set up by Iran, Pakistan, and Turkey in 1985. Its purpose was to provide and promote economic, cultural, and technical cooperation throughout Member States. During 1992, the organization had been expanded to also include Islamic Republic of Afghanistan, Republic of Azerbaijan, Republic of Kazakhstan, Kyrgyz Republic, Republic of Tajikistan, Turkmenistan and Republic of Uzbekistan. The...

...To OrganisationOrganisation is one important element of the management process. It is next to planning. In management, organisation is both the process as well as the end-product of that process which is referred to as organisation structure. Such structure acts as the foundation on which the whole super-structure of management is built. Sound organisation structure is essential for the conduct of business activities...

...and therefore able to disperse brainlike capabilities.
Cultures (a product of their dominant values) The collective interest and unity of an organization is built up through shared beliefs, habits and traditions. (Handy (1993), Understanding Organisations (4th Edn), Penguin Business “… anyone who has spent time with any variety of organizations, or worked in more than two or three, will have been struck by the differing atmospheres, the differing ways of doing things, the...

...learning techniques, and neural networks. The data revolution is disrupting established industries and business models. BMW uses sensor-data (predictive modelling) to tell its customers when their cars need to be serviced, for example.
2. Structure of the organisation
2.1 Structural Dimension
Formalisation:Company has low to medium level of formalization. The amount of written documentation related to policies and procedures are bare minimum, though with period of time,...

...Introduction
The management and organizational approaches that are used by various firms play a critical role in their performance. The adopted management approach is important due to the fact that it determines the efficiency with which activities are performed. The organizational structure of the firm on the other hand determines the delegation and application of authority. The organizational structure is developed by the management. The structure facilitates effective interaction among...

...BUREAUCRATIC ORGANISATION
Bureaucratic organization has a hierarchical or pyramidal structure to help achieve the most rational and efficient operation at the lowest cost. It was then influenced by the thinking of Max Weber. A bureaucratic organization is one with rigid and tight procedures, policies, constraints, and the company reacts with stringent controls as well as a reluctance to adapt or change. Bureaucracies are very organized with a high degree of formality in the...

...field of work which is important for work that required a great deal skill and expertise. It also helps clarify the roles and processes held by the worker and manager. Though this may lead to a slow decision making process especially in a huge organisation with many levels decision making (Beck, 2012). Problems need to be passed to the higher ups where it can then only be processed and coming up with a solution. This does not allow much flexibility to respond to customers need...

...discover the unique thermal properties that keep coffee hotter on the inside, while the outside remains cool to hold. So in this case, the organisation needs to educate the customer about the purpose of the mug.
Perhaps it doesn’t matter who defines the ‘Purpose’ so long as both sides eventually understand and agree with it. Without alignment between organisation and customer, meaning agreement with the ‘Purpose’, there will be no business transaction....